1 Chapter Ten Communication Mc GrawHillIrwin 2002 The
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1 Chapter Ten Communication Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved.
2 Learning Objectives • Relate the perspective, historical background, and meaning of the communication process in organizations • Describe modern communication technology • Identify the dimensions of nonverbal communication • Discuss the specific downward, upward, and horizontal (interactive) interpersonal communication processes • Analyze communication across cultures Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved.
The Contribution Of Communication Activities To Real Managers’ Effectiveness Routine communication 44% Networking 11% Traditional management 19% 26% Human Resource Management Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved. 3
Managerial Communication Model Humanistic interactor Informal developer Formal controller Mechanistic isolate Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved. 4
5 The Continuum Of Communication In Organizational Behavior Communication media and technology Mc. Graw-Hill/Irwin Interpersonal communication Nonverbal communication © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved.
6 Information Richness For Different Media Information Richness Type of Communication Language Source Medium Feedback Channel High Face-to-face Immediate Visual, audio Personal Body, natural High/ Moderate Telephone Fast Audio Personal Natural Moderate Personal written Slow Limited visual Personal Natural Moderate/ Low Formal written Very slow Limited visual Impersonal Natural Low Formal numeric Very slow Limited visual Impersonal Natural Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved.
Characteristics Of Feedback For Effective And Ineffective Interpersonal Communication Effective Feedback 1. 2. 3. 4. 5. 6. Intended to help the employee Specific Descriptive Useful Timely Considers employee readiness for feedback 7. Clear 8. Valid Mc. Graw-Hill/Irwin Ineffective Feedback 1. 2. 3. 4. 5. 6. Intended to belittle the employee General Evaluative Inappropriate Untimely Makes the employee defensive 7. Not understandable 8. Inaccurate © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved. 7
Purposes Of Downward Communication 1. To give specific task directives about job instructions 2. To give information about organizational procedures and practices 3. To provide information about the rationale of the job 4. To tell subordinates about their performance 5. To provide ideological information to facilitate the indoctrination of goals Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved. 8
Methods Of Improving Upward Communication 1. The grievance procedure 2. The open-door policy 3. The use of e-mail 4. Counseling, attitude questionnaires, and exit interviews 5. Participative techniques 6. Empowerment strategy 7. The ombudsperson Mc. Graw-Hill/Irwin © 2002 The Mc. Graw-Hill Companies, Inc. , All Rights Reserved. 9
